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Company number: 06462220

Charity number: 1122297

The Small Charities Coalition

Report and Financial Statements

1 June 2015 – 31 May 2016


Contents

For the year ended 31 May 2016

1

Contents Pages

Reference and administrative details 2

Report of the Trustees 3

Independent examiner’s report 10

Statement of Financial Activities (incorporating an income and expenditure account) 11

Balance sheet 12

Notes to the financial statements 13


Reference and administrative details


2

Company number 06462220

Charity number 1122297

Registered office

and operational

address

Unit 9/10, 83 Crampton Street, London, SE17 3BQ

Trustees Trustees, who are also directors under company law, who served during the year and up to

the date of this report were as follows:

Stephen Elsden

Dr Suzanne King

Kirsty Marrins

Judith Miller (Treasurer)

Simon Hebditch (Chair) Resigned 13/10/16

D’Arcy Myers Resigned 13/10/16

Zoe Willems Resigned 13/10/16

Peter Barrow Appointed 13/10/16

Madeleine Cassidy Appointed 13/10/16

Alice Doyle

Julia Kaufmann (Chair)

Appointed 13/10/16

Appointed 13/10/16

Steven Kirkpatrick

Ciaran Price

Appointed 13/10/16

Appointed 13/10/16

Alex Smith Appointed 13/10/16

Company Secretary Judith Miller from 01/01/15 to present

Senior staff John Barrett, Acting CEO until 12/04/16

John Barrett, CEO 13/04/16 until present

Bankers CAF Bank

25 Kings Hill Avenue, Kings Hill, West Malling, Kent, ME19 4TA

Independent

Examiner

Eric Southwick

Eric Southwick & Co

Chartered Accountants

51 The Avenue

SEAHAM

Co Durham

SR7 8NS


Report of the Trustees


3

The Trustees present their report and the independently examined financial statements for the year ended 31 May

2016.

Reference and administrative information set out on page 2 forms part of this report. The financial statements

comply with current statutory requirements, the memorandum and articles of association and the Statement of

Recommended Practice - Accounting and Reporting by Charities (Charities SORP FRS 102).

Structure, governance & management

The organisation is a charitable company limited by guarantee, incorporated on 2 January 2008 and registered as a

charity on 14 January 2008. The company was established under a memorandum of association which established the

objects and powers of the charitable company and is governed under its articles of association.

All Trustees give their time voluntarily and receive no benefits from the charity. Any expenses reclaimed from the

charity are set out in note 5 to the accounts.

The Trustees review the aims, objectives and activities of the charity each year. This report looks at what the charity

has achieved and the outcomes of its work within the last twelve months. The Trustees report the success of each key

activity and the benefits the charity has brought to those groups of people that it is set up to help. The review also

helps the Trustees ensure the charity's aims, objectives and activities remain focused on its stated purposes.

Since the year end the charity reviewed terms of office of trustees and ran a trustee recruitment process as a number

of trustees were stepping down from the board. This included the Chair of trustees, Simon Hebditch. Seven new

trustees were appointed to the board in October 2016, including a new Chair, Julia Kaufmann.

Objectives and activities

The Small Charities Coalition (SCC) exists to benefit small charities in the UK. Our definition of a small charity is any

charity, registered or un-registered, that has an income of less than £1 million per year. Our indirect beneficiaries are

the thousands of end-user beneficiaries that gain from the improved performance of the small charities that serve

them. The trustees are therefore satisfied that SCC ensures its work is in the public benefit.

The environment in which small charities operate has significantly changed since SCC registered in 2008. Charities are

feeling the squeeze between increased demand for services and declining resources, yet despite these challenges

remain incredibly resourceful and resilient.

Our vision is of a strong, well equipped and more confident small charity sector, valued for the positive difference it

makes in society. During 2015 we launched our new three-year strategy and business plan with the following

objectives:

1. To collaborate and build partnerships in support of small charities: We will harness the skills and resources of

our members and partner organisations to deliver a range of affordable and accessible services that create

connections, broker opportunities and build organisational capacity. These services include networking,

training, peer support, advice and information.

2. To champion the role and impact of small charities: We will champion the role and impact of small charities

in society. We will give them a voice that is heard by politicians, regulators and the media so that they are

recognised, valued and supported.




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3. To grow membership and build a community of support: We will encourage more small charities to join SCC,

to expand our community and help all our members to be stronger and better equipped to make a difference

in society.

4. To build better sustainability: We will strive to be sustainable, to safeguard the support we provide and to

keep our services accessible and affordable.

Charitable Activities in the past year

Objective 1: To collaborate and build partnerships in support of small charities

a) Skills matching service

We match small charities with volunteers who have the experience skills and knowledge to coach or mentor them in

areas such as fundraising strategy, project planning, governance, marketing and communications. The support is free

and lasts for an average of 4.5 months. During the year we have:

Established 78 new matches and coordinated a total of 115 live matches.

Delivered an average of £480 worth of free consultancy per charity, which totals about £55,200 worth of support for our matched organisations.

Participated in the Cabinet Office Small Charity Fundraising Training Programme, in partnership with the Foundation for Social Improvement (FSI), delivering 45 fundraising matches. This project, combined with funding from the Westminster Foundation and a programme delivered in partnership with Charity Finance Group (CFG) also enabled us to offer a 6 month internship opportunity to Kathryn Dingle, from March 2016.

We send out evaluation surveys to both the supporter and the charity at the end of each match asking about the

impact and success of their mentoring experience and the quality of service they received. Of those that fed back on

their match: 100% were likely or very likely to recommend the service; 95% thought the service was good or very

good; 80% felt more confident in their role after their match, enabling them to improve their performance; and 75%

reported that their need for support had been fully met

b) Training Programme:

Thanks to the growing number of offers, from individuals and organisations, to provide pro-bono training for small

charities, we have also been able to respond to an increasing demand for low-cost training. In September 2015 we

appointed our new Communications & Events Manager, Felicity Christensen to lead on this area of work. Funding

from the City Bridge Trust assisted us to scale up our training model so that we were able to:

Deliver a total of 52 training events for 761 attendees, covering topics such as: fundraising, governance, trustee recruitment, HR, social media, measuring impact, project management and email & digital marketing.

Broker training, worth an estimated £197,435, delivered in partnership with organisations such as IBM, International Fundraising Consultancy and the Westminster Foundation to mention but a few.




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Strengthen relationships with a wide range of professional trainers and grow our network of free venues.

Secure funding from the Westminster Foundation to provide training to small charities in cities and towns throughout the UK.

c) Help & Advice:

Our helpline service delivers free support and information to small charities that are experiencing difficulties. During

this past year we have:

Responded to 835 queries.

Provided free charity start up advice for the 44% of callers asking for help on ‘how to set up” or “how to register” a charity. We recruited an immensely experienced volunteer, Brian Seaton, who has assisted 14 organisations to register with the Charity Commission since July 2015 with 3 more pending and 1 application ongoing at end May 2016.

Answered a wide range of queries from: fundraising and property issues to conflict of interest problems and requests for trustee recruitment support.

Gained invaluable insight and data on the issues facing small charities which we can feed into our policy work to represent the needs of small charities on a national scale.

d) Communications:

Disseminating information and opportunities to small charities is an integral part of our role. Through multiple

communications channels, we have helped ensure that they are aware of support and funding opportunities and are

kept up-to-date with the issues that affect them.

We expanded our library of online guides, tools, templates and useful services in areas such as good governance, fundraising and HR support.

We issued 12 free monthly bulletins for members, passing on savings, discounts and offers on top of our training opportunities at an estimated value of £3,130.

We maintained a website which had a total of 339,632 views during the year.

We employed a range of social media outputs and at end May 2016 had 19,200 Twitter followers (an increase of 4,764 since June 2015); 1,266 Facebook likes (compared to 950 this time last year); 780 LinkedIn connections (compared to 513 a year ago) and 4,888 LinkedIn members of the UK Charity Trustees page that we co-manage with Reach Volunteering.

Throughout the year we have been working on a complete overhaul of our website and development of a

new Community Portal, an online platform to streamline our service delivery and core areas of work. This is

to be launched in early 2017 (see Future Plans below).




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Objective 2: To champion the role and impact of small charities

In December 2015, funding from the Lloyds Bank Foundation enabled us to recruit our first dedicated Policy and

Engagement Manager and Rebecca Bunce took up the post in March 2016. Despite our limited policy capacity for the

majority of the year covered by this report we achieved the following:

We lobbied the Office for Civil Society (OCS) on a number of occasions, alongside other organisations, including the Foundation for Social Improvement (the FSI), to provide fundraising training to help small charities become more sustainable. In July 2015, the OCS announced a £100,000 grant for this purpose. The grant was awarded to the FSI and delivered in partnership with SCC and Global Giving.

We represented small charities at the Fundraising Regulation Summit in early December 2015. This led to a joint partnership with the Institute of Fundraising (IoF) to consult with small charities on the recommendations for the new fundraising regulator; results of which were published at a Fundraising Reform Forum we delivered in partnership with the IoF.

Consequently, we submitted a joint response to the Fundraising Preference Service (FPS) consultation.

We were invited to sit on the Skills Exchange Alliance Steering Group and to be an Ambassador for this project.

We had 29 media mentions, on subjects such as: small charities and the FPS, public awareness of small charities, funding and small charities choosing appropriate financial models.

We consulted members on the HMRC Gift Aid Small Donations Scheme and produced a joint response to Government with the Charity Finance Group, NCVO and the IoF.

Objective 3: To grow membership and build a community of support

Over the next three years the Small Charities Coalition has set ambitious yet achievable membership growth targets.

Our aim is to reach 10,000 individual members by the end of our 2017/18 financial year.

At the end May 2016 we had a membership of 7,683 individuals from 7,269 small charities. Our use of social

media has allowed us to reach many more small charities; raising awareness of the support available to these

groups online and in their local areas.

A grant from the Big Lottery Fund has enabled us to produce a new leaflet promoting our key affordable services and 30,000 of these are being distributed specifically to target the very smallest and isolated small charities.

Our ‘community of support’ has enabled us to provide free and inexpensive services which far exceed our

financial resources. The extent and quality of our services owe much to our network of volunteer mentors,

training providers and partner organisations.

Objective 4: To build better sustainability

Serious and tangible efforts to build better sustainability are crucial to ensure the charity’s long term survival. Our




7

plan is to consider a number of earned income streams that combined, may generate enough income to make a

significant contribution to our core costs.

We currently only charge our members to attend training events; all other services are and will remain free to ensure

that support remains accessible to our members. However, the Community Portal Project (due to launch early 2017,

see Future Plans below) will formalise the ask for a voluntary contribution from our members – anything that the

charity or individual can afford – towards their cost of membership. In January 2016 we appointed a full-time Business Development & Partnerships Manager, Stuart Brown, to lead on the delivery of the income generation and sustainability plan and to assess the potential income that can be generated from sources other than our membership, by growing our commercial income and by providing services to other organisations. Over the financial period 2015-16 we have succeeded in increasing the total amount and proportion of total income from earned income.

Future plans

1. Membership: Over the next three years the Small Charities Coalition has set ambitious yet achievable

membership growth targets. Our aim is to reach 10,000 individual members by the end of our 2017/18

financial year.

2. Community Portal: The Community Portal project is a major new website and CRM development project that

will change the way small charities engage with SCC services and each other. The new web-based Community

Portal is expected to be available from early 2017.

New collaborative features will be introduced to link-up and support more small charities

through peer and shared learning - a key feature to ensure sustainable support in an uncertain

funding and infrastructure support environment.

The Resources Hub will signpost to even more third-party and in-house resources, allowing

more small charities to self-serve before accessing direct support from SCC and its partners.

CRM development using the Salesforce CRM platform will improve our Case Support and Event

Management systems, ensuring SCC creates the efficiencies and scale to support its growing

membership and demand for support.

A fully responsive and optimised website.

3. Mentoring and coaching support: We will continue to provide technical/task and role-based advice and

mentoring support to our members. The service will be further developed by facilitating and coordinating an

increased number and range of matches through the Community Portal.

4. Training events: We will expand our events programme to deliver even more affordable and accessible

training to our members. Our unique model allows us to keep costs low by brokering the generous support of

our volunteer supporters and partner organisations to deliver and host workshops and clinics. We aim to

schedule and publish a whole series of training sessions well in advance.

5. Policy and advocacy: We have identified the following policy objectives which we will continue working to

achieve. This involves us working at a policy level, as well as looking at how we as an organisation work to

improve use of our data and communicate the work we are doing more widely.




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Ensuring small charities are aware of policies and changes that will affect them.

Helping small charities to engage with the design and policy, regulation and processes that

impact on them.

Influencing the system to make it simple, proportional and supportive for small charities.

Collaborating with other organisations to achieve the above.

6. Sustainability: We plan to grow our earned income to gradually fund more of our core running costs, allowing

grant fundraising to focus on projects instead of core work.

With the appointment of new trustees, the board will be reflecting on strategy and future plans as well as refreshing

SCC’s approach to risk management.

Financial Year 2015/16

The Charity had received grants and donations of £134,074, earned £38,780 from an increase in partnership and

training activities, and interest of £152 in the year to 31 May 2015. The total expenditure was £154,184 in the period.

The charity had planned for a surplus and generated an overall surplus for the year of £18,822.

The City Bridge Trust and the Tudor Trust continued as regular funders (although the Tudor Trust’s grant will appear in

the next financial year’s accounts). We received further funding from the Westminster Foundation and new funding

from Lloyds Bank Foundation, Legal Education Foundation, Sobell Foundation and Donald Forrester Trust.

Reserves Policy

The Trustees have examined the charity’s requirements for reserves in light of the main risks to the organisation.

Trustees are committed to generating sufficient reserves to support current organisational activities to meet the

following requirements:

Safeguarding the charity’s service commitment in the event of delays in receipt of grants or other income.

Providing a financial cushion against risk and future uncertainties.

Resourcing the research and development of services and initiatives.

To this end, the Trustees have established a reserves policy that is reviewed annually to ensure that the appropriate

levels of reserves are maintained and SCC is able to continue to fund its activities without unnecessary disruption as a

result of peaks and troughs in income.

Total unrestricted funds at the year-end were £81,041. These are represented entirely by net current assets. In

previous years we received unrestricted grant funding, which was designated for future projects. This is not the case

at this year-end as the funding mix of the charity is changing with SCC working on developing its funding base. During

2015/16, the charity developed its relationships with existing and new funders and secured a greater proportion of

restricted funds as well as increasing unrestricted income from training and events. At 31 May 2015 we had

approximately three months’ costs in reserves. We have sought to build this to provide the charity with a more

sustainable basis and allow it to undertake new initiatives, we now have just over six months’ running costs in

reserves. The trustees are keeping this under review and will be re-establishing the reserves policy during the next

round of planning and budgeting.




9

Statement of Responsibility of the Trustees

Our Trustees (who are also directors of Small Charities Coalition for the purposes of company law) are responsible for

preparing the report of the Trustees’ and the financial statements in accordance with applicable law and United

Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the Trustees to prepare financial statements for each financial year which give a true and fair

view of the state of affairs of the charitable company and of the incoming resources and application of resources,

including the income and expenditure, of the charitable company for that period. In preparing these financial

statements, the Trustees are required to: Select suitable accounting policies and then apply them consistently;

Observe the methods and principles in the Charities SORP;

Make judgements and estimates that are reasonable and prudent;

State whether applicable UK Accounting Standards and statements of recommended practice have been

followed, subject to any material departures disclosed and explained in the financial statements; and

Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity

will continue in operation.

The Trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time

the financial position of the charitable company and enable them to ensure that the financial statements comply with

the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence

for taking reasonable steps for the prevention and detection of fraud and other irregularities.

In so far as the Trustees are aware: There is no relevant information of which the charity’s independent examiner is unaware; and

The Trustees have taken all steps that they ought to have taken to make themselves aware of any relevant

information and to establish that the independent examiner is aware of that information.

The Trustees are responsible for the maintenance and integrity of the corporate and financial information included on

the charitable company's website. Legislation in the United Kingdom governing the preparation and dissemination of

financial statements may differ from legislation in other jurisdictions.

Members of the charity guarantee to contribute an amount not exceeding £1 to the assets of the charity in the event

of winding up. The total number of such guarantees at 31 May 2016 was 7 (7 in 2015). The Trustees are members of

the charity but this entitles them only to voting rights. The Trustees have no beneficial interest in the charity.

Signed on behalf of the trustees

Judith Miller, Treasurer

Date: 17 January 2017


Statement of Financial Activities (incorporating an income and expenditure account)


10

I report on the accounts of the company for the year ended 31st May 2016, which are set out on pages 11 to 19.

Respective responsibilities of trustees and examiner

The trustees (who are also the directors of the company for the purposes of company law) are responsible for the

preparation of the accounts. The charity trustees consider that an audit is not required for this year under section 144

of the Charities Act 2011 (the 2011 Act) and that an independent examination is needed.

Having satisfied myself that the charity is not subject to audit under company law and is eligible for independent

examination, it is my responsibility to:

examine the accounts under section 145 of the 2011 Act;

to follow the procedures laid down in the general Directions given by the Charity Commission under section

145(5)(b) of the 2011 Act; and

to state whether particular matters have come to my attention.

Basis of independent examiner’s report

My examination was carried out in accordance with the general Directions given by the Charity Commission. An

examination includes a review of the accounting records kept by the charity and a comparison of the accounts

presented with those records. It also includes consideration of any unusual items or disclosures in the accounts, and

seeking explanations from you as trustees concerning any such matters. The procedures undertaken do not provide

all the evidence that would be required in an audit and, consequently, no opinion is given as to whether the accounts

present a “true and fair view” and the report is limited to those matters set out in the statement below.

Independent examiner’s statement

In connection with my examination, no matter has come to my attention:

which gives me reasonable cause to believe that, in any material respect, the requirements

a) to keep accounting records in accordance with section 386 of the Companies Act 2006; and

b) to prepare accounts which accord with the accounting records, comply with the accounting requirements of

section 396 of the Companies Act 2006 and with the methods and principles of the Statement of

Recommended Practice: Accounting and Reporting by Charities

have not been met; or

to which, in my opinion, attention should be drawn in order to enable a proper understanding of the accounts to be

reached.

Eric Southwick BA(Hons) FCA FCIE DChA Date:

Eric Southwick & Co Chartered Accountants 51 The Avenue Seaham Co Durham SR7 8NS Tel: 0191 581 2233 Fax: 0191 581 3999 Website: ericsouthwickaccountants.co.uk


Statement of Financial Activities (incorporating an income and expenditure account)


11

Note 2016 2015

Unrestricted Restricted Total Total

£ £ £ £

Income from:

Donations and legacies : gifts 8,833 - 8,833 3,099

Charitable activities

Training, events and skill sharing 3 38,780 125,241 164,021 149,685

Investments : interest income 42 110 152 63

Other - - - 85

Total income 47,655 125,351 173,006 152,932

Expenditure on:

Raising funds 13,200 - 13,200 11,793

Charitable activities

Training, events and skill sharing 26,979 114,005 140,984 112,873

Total expenditure 4 40,179 114,005 154,184 124,666

Net income for the year 5 7,476 11,346 18,822 28,266

Reconciliation of funds

Total funds brought forward 73,565 22,140 95,705 67,439

Net income for the year 7,476 11,346 18,822 28,266

Total funds carried forward 81,041 33,486 114,527 95,705

The above results are derived from continuing activities. There were no recognised gains or losses other than those

stated above. Movements in funds are disclosed in Note 12 to the financial statements.

The notes on pages 13 to 19 form part of these financial statements.


Balance Sheet


12

Company Number: 064562220

2016 2015Note £ £

9 2,124 1,983115,510 95,231

117,634 97,214

10 3,107 1,509

114,527 95,705

11 114,527 95,705

12

33,486 22,140- 36,300

81,041 37,265

114,527 95,705

General funds

Restricted funds

Total charity funds

Designated funds

The funds of the charity

Net assets

Cash at bank and in handDebtorsCurrent assets

Net current assets

Creditors: amounts falling due within one yearLiabilities

For the financial year in question the charitable company was entitled to exemption under section 477 of the

Companies Act 2006 relating to small companies.

No members have required the charitable company to obtain an audit of its accounts for the year in question in

accordance with section 476 of the Companies Act 2016.

The trustees, who are directors of the charitable company under company law, acknowledge their responsibility for

complying with the requirements of the Act with respect to accounting records and for the preparation of accounts.

These account have been prepared in accordance with provision applicable to companies subject to the small

companies’ regime.

The financial statements were approved by the Trustees and authorised for issue on 17 January 2017 and signed on

their behalf by:

Judith Miller, Treasurer

The notes on pages 13 to 19 form part of these financial statements.


Notes to the Financial Statements


13

1. Accounting policies

a) Basis of preparation

The financial statements have been prepared in accordance with Accounting and Reporting by Charities:

Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the

Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2015)

- (Charities SORP FRS 102), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS

102) (August 2014) and the Companies Act 2006.

Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in

the relevant accounting policy or note.

b) Reconciliation with previously Generally Accepted Accounting Practice (GAAP)

The accounting policies required by FRS 102 and the Charities SORP FRS 102 have been applied with no

restatement of comparative items required. The transition date was 1 June 2014.

c) The charity

The charity is a company limited by guarantee. The members of the company are the Trustees named on

page two. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £1

per member of the charity. In the opinion of the Trustees there is no ultimate controlling party.

The charitable company meets the definition of a public benefit entity under FRS 102.

d) Going concern

The Trustees consider that there are no material uncertainties about the charitable company's ability to

continue as a going concern. There are no key judgements that the charitable company has made which

have a significant effect on the accounts. The Trustees do not consider that there are any sources of

estimation uncertainty at the reporting date that have a significant risk of causing a material adjustment to

the carrying amounts of assets and liabilities within the next reporting period.

e) Income

Income is recognised when the charity has entitlement to the funds, any performance conditions attached to

the income have been met, it is probable that the income will be received and that the amount can be

measured reliably.

f) Expenditure

Expenditure is accounted for on an accruals basis. Fundraising costs are those incurred in seeking voluntary

contributions and do not include the costs of disseminating information in support of the charitable activities.

Support costs are those costs incurred directly in support of expenditure on the objects of the charity and

include project management. Governance costs are those incurred in connection with administration of the

charity and compliance with constitutional and statutory requirements.

The charity is not registered for VAT. In common with many other charities, the Small Charities Coalition

expenses are inflated by VAT which cannot be recovered.




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g) Tangible fixed assets

Tangible fixed assets are stated at cost less depreciation. Depreciation is provided at rates calculated to write

off the cost of fixed assets, less their estimated residual value, over their expected useful lives on the

following bases:

Furniture and fixtures 33.3% straight line

Office equipment 33.3% straight line

h) Debtors

Trade and other debtors are recognised at the settlement amount due after any trade discount offered.

i) Cash at bank and in hand

Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of

three months or less.

j) Creditors and provisions

Creditors and provisions are recognised where the charity has a present obligation resulting from a past

event that will probably result in the transfer of funds to a third party and the amount due to settle the

obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their

settlement amount after allowing for any trade discounts due.

The charity only has financial assets and financial liabilities of a kind that qualify as basic financial

instruments. Basic financial instruments are initially recognised at transaction value and subsequently

measured at their settlement value.

k) Pensions

The Charity has introduced a defined contribution pension scheme during this financial year. Pension costs

are recognised when contributions become payable.




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22015

Unrestricted Restricted Total£ £ £

Income from:Donations and legacies 3,099 - 3,099

Charitable activitiesTraining, events and skill sharing 57,980 91,705 149,685

Other trading activitiesInvestments 63 - 63

Other 85 - 85

Total income 61,227 91,705 152,932

Expenditure on:Raising funds 11,793 - 11,793

Charitable activitiesTraining, events and skill sharing 39,488 73,385 112,873

Other - - -

Total expenditure 51,281 73,385 124,666

Net income for the year 9,946 18,320 28,266

Reconciliation of fundsTotal funds brought forward 63,619 3,820 67,439

Net income for the year 9,946 18,320 28,266

Total funds carried forward 73,565 22,140 95,705

Prior year comparatives for the statement of financial activities




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3.2016 2015

Unrestricted Restricted Total Total£ £ £ £

The charitable activities of the Charity comprisesmall charity support services

Income from key funders:City Bridge Trust - 48,500 48,500 46,925

Westminster Foundation - 22,000 22,000 5,000

Lloyds Bank Foundation - 19,991 19,991 -

Legal Education Foundation - 17,500 17,500 -

Foundation for Social Improvement - 7,250 7,250 -

The Sobell Foundation - 5,000 5,000 5,000

Donald Forrester Trust - 5,000 5,000 -

Tudor Trust - - - 30,000

Santander - - - 20,175

Garfield Weston Foundation - - - 10,000

The Big Lottery Fund - - - 9,605

Grant Thornton - - - 5,000

Income from partnerships, training and events 38,780 - 38,780 17,980

Total 38,780 125,241 164,021 149,685

Income from charitable activities

4.

Cost of

generating

funds

Training,

events and

skill sharing

Governance

costs

Support

costs 2016 total 2015 total

£ £ £ £ £ £

Staff costs (note 6) 2,690 102,226 2,690 - 107,606 87,776

Trustees' expenses - - - - - 200

Professional fees 9,991 10,785 - - 20,776 14,363

Project costs - 13,399 - - 13,399

Recruitment and training - - - - - 4,800

Staff and volunteer expenses - 511 - - 511 3,000

Event costs - 2,288 - - 2,288 1,615

Premises and office costs - - - 7,203 7,203 8,347

Accounting and support costs - - - 486 486 2,529

Other - 1,915 - - 1,915 2,036

12,681 131,124 2,690 7,689 154,184 124,666

Support costs 384 7,305 - (7,689) - -

Governance costs 135 2,555 (2,690) - - -

Total expenditure 13,200 140,984 - - 154,184 124,666

Of the total expenditure, £40,179 was unrestricted (2015: £51,281) and £114,005 was restricted (2015: £73,385).

Expenditure




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5. Net incoming resources for the year

During the year no Trustees received any remuneration or benefits. No Trustees received reimbursement

of travel and subsistence expenses (2015 : one Trustee with expenses amounting to £137).

Net incoming resources for the year is stated after charging accountant's fees of £nil (2015: £nil).

6.

2016 2015

£ £

99,644 82,407

7,219 5,369

743 -

107,606 87,776

2016 2015

Number Number

2.9 3.1

0.5 0.5

3.4 3.6

No employee earned more than £60,000 during the year.

The average number of employees during the year was as follows:

Direct charitable actvities

Staff costs and numbers

Staff costs were as follows:

Support and governance

Salaries and wages

Social security costs

Employer’s contribution to defined contribution pension schemes

7. Taxation

The charitable company is exempt from corporation tax as all of its income is charitable and is applied

for charitable purposes.




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8.

Furniture,

fittings and

equipment

£

2,917- -

Disposals and write-off in year (2,917)

-

2,917-

Disposals and write-off in year (2,917)

-

-

-

Charge for the year

Depreciation

Additions in yearAt the start of the year

At the start of the year

Net book value

At the end of the year

Cost

Tangible fixed assets



At the start of the year

9.2016 2015

£ £

2,124 1,983

10.2016 2015

£ £

3,107 1,509

Creditors: amounts falling due within one year

Trade debtors

Accruals

Debtors

11.General Restricted Total funds

unrestricted£ £ £ £

81,041 - 33,486 114,527

Designated

Net current assets

Analysis of net assets between funds




19

12.

At the start

of the year

Incoming

resources

Outgoing

resources Transfers

At the end

of the year

£ £ £ £ £

3,940 48,500 (52,440) - -

2,500 22,000 (8,000) - 16,500

Lloyds Bank Foundation - 19,991 (19,991) - -

Legal Education Foundation - 17,500 (1,764) - 15,736

Foundation for Social Improvement - 7,250 (7,250) - -

10,000 - (10,000) - -

3,200 - (3,200) - -

2,500 5,000 (6,250) - 1,250

Donald Forrester Trust - 5,000 (5,000) - -

Interest income - 110 (110) - -

Total restricted funds 22,140 125,351 (114,005) - 33,486

36,300 - - (36,300) -

37,265 47,655 (40,179) 36,300 81,041

Total unrestricted funds 73,565 47,655 (40,179) - 81,041

95,705 173,006 (154,184) - 114,527

Lloyds Bank Foundation: To deliver our policy and advocacy work.

Legal Education Foundation: To fund our CRM and website development work.

Unrestricted funds

Santander Foundation

advance

City Bridge Trust

Designated funds: grants in

The Sobell Foundation

The Big Lottery Fund

Westminster Foundation

Restricted funds

Movements in funds

City Bridge Trust: To deliver the Building Resilience programme.

Purposes of designated funds

The amount designated as grants in advance represents the proportion of grants and other income received for

which costs will be incurred in the year ahead.

Santander Foundation: To pay for the production and distribution of the members' bulletin for 12 months.

The Big Lottery Fund: To deliver the Stronger Communities project.

Donald Forrester Trust: A contribution towards the cost of our help and advice services.

Foundation for Social Improvement: Payments for contributing skills matches to the Cabinet Office-funded Small

Charities Training Programme.

Purposes of restricted funds

Westminster Foundation: A contribution towards the cost of our training programme.

The Sobell Foundation: A contribution to the cost of running our Skills Matching service.

Total funds

General funds

13. There are no related party transactions that need to be disclosed in the year to 31 May 2016.

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